You’ve been part of the industry through multiple waves of innovation and regulation. What changes have had the biggest impact on how affiliates and operators work together? Where do you see things heading next? There’s often confusion between innovation and invention in our industry. True innovation isn’t just about creating something new — it’s about applying existing ideas more intelligently and effectively. Over time, the biggest changes have come from affiliates and operators sharing data and insights, moving beyond simple traffic-for-revenue models to focus on player value and long-term relationships. Regulation has also been a major driver, as well as encouraging greater transparency and responsibility on both sides — which builds the trust that’s essential in our business. What’s your approach to building and managing teams in such an ever-evolving industry like iGaming? I love this question, as it relates to people. We always need to remember we are in the entertainment industry, and it is the people in the industry that make this industry so special. To me, referring to momentum as I did above, it comes down to empowering your team when you hire them, managing with clarity, showing integrity and also not being afraid to hire people who you think have more potential than you. There has to be a desire to not stand still, keep evolving and improving. If you do this and give opportunities for people to grow, you should get a successful team. Leadership and management can be a lonely place at times, so you have to, at times, also believe in yourself and be prepared to take tough decisions for the benefit of the team and company. As I always say, the name on the front of the shirt is always bigger than the name on the back of the shirt, and no one is irreplaceable. There has to also be a focus on how the team reflects the company goals over personal ambitions. Looking back at your early career in events and conference production, how did that experience help prepare you for the relationship-driven nature of iGaming leadership? I was very lucky in this respect as I was exposed at the set and past success. Most importantly, to me it is a role that allows me to be me and hopefully shine whilst challenging perception and the status quo. I have always loved a challenge, and this job will challenge me, but also allow me to learn and become a better professional. At Digitain, you were part of a team that expanded aggressively across multiple markets. What did you learn from that experience about scaling an iGaming business globally? I think I have learnt many lessons over my whole career, be it with Amaya, VsoftCo, or Digitain, as you mention. The key to me is momentum. I mention this as the key driver to success. The challenge is how to build the momentum. At Digitain, we built momentum, through hard work and belief, elevating Digitain to new heights. However, the most important factor in building the momentum and success was the team I hired. To me, looking at how the team members who joined the team at that point have all gone to either be promoted internally or moved to Tier 1 Gaming suppliers is a source of pride and motivation for me to keep moving forward and learning as an individual. AFFILIATE PROGRAM INTERVIEW GPWAtimes.org 64
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